and core capabilities). Hence some things managers mistakenly identify as "core competencies" may be more properly considered as Enabling or Supplemental Capabilities. When applying the concepts of "core competence" or "core capability" academics and practitioners should be clear and precise as to their intended semantics for these ambiguous terms. Structure of a capability or dimensions of a core capability Leonard analyzes the nature of a (business) capability and concludes that core capabilities "comprise at least four interdependent dimensions" (pp. 19) as follows: Physical technical systems – machinery, databases, software systems etc. Managerial systems – systems for the management of operations, including operation of technical systems Skills and Knowledge (systems) – systems for the maintenance of personal and team skills and knowledge Values and Norms – systems for the regulation of behaviours and objectives in organizations Around this complex of systems that realize a core capability Leonard situates a loop "Capability-Creating Activities" that comprise "Shared Problem Solving" and encompass Present and Future and Internal and External Perspectives (see Leonard, 1995, chapter 3). This capability development loop, is considered a system of organizational learning (knowledge-creating and knowledge-diffusing activities) and comprises the following activities: Problem Solving (in the context of the PRESENT) Implementing and Integrating (in the INTERNAL context) Experimenting (in the context of the FUTURE) Importing Knowledge (from the EXTERNAL context) These activities, however, do not form a simple cycle or sequence and may be conducted in any order and several "in parallel" around any particular capability. It is these knowledge-creating and knowledge-diffusing (or knowledge-acquiring and knowledge-sharing) activities that make the capability dynamic (change over time) in the Leonard model. Clearly, Leonard takes a System-of-Systems perspective on organizational or business or enterprise capabilities – and this establishes the link to the notion of a Capability in Systems Engineering. Given that the Leonard model of a capability incorporates elements of skills and knowledge, and is adaptive and intelligent in the sense of importing knowledge from the external context, experimenting and problem-solving, while moving from present to future, it may be considered an ICASOS – an Intelligent Complex Adaptive System-of-Systems – model of an enterprise or firm. Note that the knowledge created and diffused in the Leonard model is organizational knowledge, not personal knowledge and is Know-How, not Know-That, that is often Tacit Knowledge. According to Hadaya and Gagnon, in their book Business Architecture - The Missing Link in Strategy Formulation, Implementation and Execution,